Category Archives: Management

Announcing FREE Nine Innovation Roles Resources

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Nine Innovation Roles Cards

I have big news that I’m extremely excited to share with you today.

I’m proud to announce today that I’m setting The Nine Innovation Roles free.

What does that mean exactly?

It means that for the greater good, I am now providing all of the tools that you need to conduct a Nine Innovation Roles workshop or team meeting inside your organization to enhance the success of your innovation teams – for FREE.

Some people think I’m crazy to help people not hire me, but because of my collaborative and people-centric approach to innovation I would like to give everyone five free gifts:

  1. The Nine Innovation Roles themselves

  2. Downloadable Nine Innovation Roles presentation for team meetings or workshops

  3. Downloadable Nine Innovation Roles Worksheet for gathering data on team makeup

  4. Downloadable Nine Innovation Roles card deck design that I use with Fortune 500 clients

  5. Nine Innovation Roles video for use in team meetings or workshops

The Nine Innovation Roles is one of the most requested workshop topics in the keynotes and masterclasses that I conduct for companies all around the world, and comes directly from my popular book Stoking Your Innovation Bonfire, that is being used by universities like Creighton and companies like Microsoft and AB Inbev to help establish a common language of innovation.

Here is an excerpt from my book that talks about The Nine Innovation Roles:

“Too often we treat people as commodities that are interchangeable and maintain the same characteristics and aptitudes. Of course, we know that people are not interchangeable, yet we continually pretend that they are anyway — to make life simpler for our reptile brain to comprehend. Deep down we know that people have different passions, skills, and potential, but even when it comes to innovation, we expect everybody to have good ideas.

I’m of the opinion that all people are creative, in their own way. That is not to say that all people are creative in the sense that every single person is good at creating lots of really great ideas, nor do they have to be. I believe instead that everyone has a dominant innovation role at which they excel, and that when properly identified and channeled, the organization stands to maximize its innovation capacity. I believe that all people excel at one of nine innovation roles, and that when organizations put the right people in the right innovation roles, that your innovation speed and capacity will increase.”

I hope you take the time to download and learn and utilize these FREE Nine Innovation Roles resources to improve the success of your innovation efforts and of the innovation teams in your organizations.

Keep innovating!

Get the Free Nine Innovation Roles Resources Now


Build a common language of innovation on your team

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How healthy are your innovation efforts?

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How healthy are your innovation efforts?As organizations become more mature in their process excellence efforts, an increasing number of organizations are turning their attention to try and achieve innovation excellence.

So where should your journey of a thousand innovation steps begin?

As your organization begins its innovation journey it is helpful to know where you are starting from in terms of your innovation maturity level and where the strengths and weaknesses of your innovation culture lie.

In my popular book Stoking Your Innovation Bonfire, that many organizations are buying in bulk and using to help establish their organization’s common language of innovation, I promised to share my 50 question innovation audit on this web site, and so here it is.

The audit is designed to examine many different areas of your innovation culture and help you identify both what your level of innovation maturity is, but also the areas where you have a strong base to build from and where you need to invest more effort.

Innovation Maturity Model

To properly use my innovation audit, you should have large sections of your employee population fill out the survey (both in management and operational roles) across several different business specialties and office locations. The data can then be looked at by department, business specialty, office location and other groupings that make sense to identify both commonalities and differences.

If you would like assistance interpreting the results, please contact me to see the different options for engaging my services. Many companies combine this with an innovation speaker engagement or some innovation training for their employees.

I hope you find this innovation audit of use, and I thank you for buying the book (or considering doing it now)!

Download my FREE innovation audit


Build a common language of innovation on your team

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New Thought Paper – Winning the War for Innovation

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New Thought Paper - Winning the War for InnovationThere is a war for innovation brewing, and building a deep innovation capability is the only way to win it. The question is, will you lead the charge onto the innovation battlefield, or will you let your competitors bring the fight to you?

As an increasing number of industries become commoditized, innovation has become an important way to distinguish your company from the competition, and a necessary investment just to maintain your existing market position.

In this thought paper, I lead the charge against the status quo. I explore how your organization can stay relevant, grow, and thrive with an innovation framework that addresses four key areas: Leadership & Structure, Processes & Tools, People & Skills, and Culture & Values.

To download my new FREE thought paper on Winning the War for Innovation, please visit the link below.

Download a copy of Winning the War for Innovation

And grab a copy of my book designed to help you build a continuous innovation infrastructure!

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Eight I’s of Infinite Innovation – PDF Version

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Eight I's of Infinite Innovation - PDF VersionIn the wake of my hugely popular article on Innovation Excellence I’ve decided to make it available as a PDF.

Download the Eight I’s of Infinite Innovation PDF now

Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there only tell part of the story of successful innovation.

To achieve sustainable success at innovation, you must work to embed a repeatable process and way of thinking within your organization, and this is why it is important to have a simple common language and guiding framework of infinite innovation that all employees can easily grasp. If innovation becomes too complex, or seems too difficult then people will stop pursuing it, or supporting it.

Some organizations try to achieve this simplicity, or to make the pursuit of innovation seem more attainable, by viewing innovation as a project-driven activity. But, a project approach to innovation will prevent it from ever becoming a way of life in your organization. Instead you must work to position innovation as something infinite, a pillar of the organization, something with its own quest for excellence – a professional practice to be committed to.

So, if we take a lot of the best practices of innovation excellence and mix them together with a few new ingredients, the result is a simple framework organizations can use to guide their sustainable pursuit of innovation – the Eight I’s of Infinite Innovation. This new framework anchors what is a very collaborative process. Here is the framework and some of the many points organizations must consider during each stage of the continuous process…

To continue reading, download the PDF

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Eight I’s of Infinite Innovation

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Eight I's of Infinite Innovation

Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there only tell part of the story of successful innovation.

To achieve sustainable success at innovation, you must work to embed a repeatable process and way of thinking within your organization, and this is why it is important to have a simple common language and guiding framework of infinite innovation that all employees can easily grasp. If innovation becomes too complex, or seems too difficult then people will stop pursuing it, or supporting it.

Some organizations try to achieve this simplicity, or to make the pursuit of innovation seem more attainable, by viewing innovation as a project-driven activity. But, a project approach to innovation will prevent it from ever becoming a way of life in your organization. Instead you must work to position innovation as something infinite, a pillar of the organization, something with its own quest for excellence – a professional practice to be committed to.

So, if we take a lot of the best practices of innovation excellence and mix them together with a few new ingredients, the result is a simple framework organizations can use to guide their sustainable pursuit of innovation – the Eight I’s of Infinite Innovation. This new framework anchors what is a very collaborative process. Here is the framework and some of the many points organizations must consider during each stage of the continuous process:

1. Inspiration

  • Employees are constantly navigating an ever changing world both in their home context, and as they travel the world for business or pleasure, or even across various web pages in the browser of their PC, tablet, or smartphone.
  • What do they see as they move through the world that inspires them and possibly the innovation efforts of the company?
  • What do they see technology making possible soon that wasn’t possible before?
  • The first time through we are looking for inspiration around what to do, the second time through we are looking to be inspired around how to do it.
  • What inspiration do we find in the ideas that are selected for their implementation, illumination and/or installation?

2. Investigation

  • What can we learn from the various pieces of inspiration that employees come across?
  • How do the isolated elements of inspiration collect and connect? Or do they?
  • What customer insights are hidden in these pieces of inspiration?
  • What jobs-to-be-done are most underserved and are worth digging deeper on?
  • Which unmet customer needs that we see are worth trying to address?
  • Which are the most promising opportunities, and which might be the most profitable?

3. Ideation

  • We don’t want to just get lots of ideas, we want to get lots of good ideas
  • Insights and inspiration from first two stages increase relevance and depth of the ideas
  • We must give people a way of sharing their ideas in a way that feels safe for them
  • How can we best integrate online and offline ideation methods?
  • How well have we communicated the kinds of innovation we seek?
  • Have we trained our employees in a variety of creativity methods?

4. Iteration

  • No idea emerges fully formed, so we must give people a tool that allows them to contribute ideas in a way that others can build on them and help uncover the potential fatal flaws of ideas so that they can be overcome
  • We must prototype ideas and conduct experiments to validate assumptions and test potential stumbling blocks or unknowns to get learnings that we can use to make the idea and its prototype stronger
  • Are we instrumenting for learning as we conduct each experiment?

Eight I's of Infinite Innovation

5. Identification

  • In what ways do we make it difficult for customers to unlock the potential value from this potentially innovative solution?
  • What are the biggest potential barriers to adoption?
  • What changes do we need to make from a financing, marketing, design, or sales perspective to make it easier for customers to access the value of this new solution?
  • Which ideas are we best positioned to develop and bring to market?
  • What resources do we lack to realize the promise of each idea?
  • Based on all of the experiments, data, and markets, which ideas should we select?

You’ll see in the framework that things loop back through inspiration again before proceeding to implementation. There are two main reasons why. First, if employees aren’t inspired by the ideas that you’ve selected to commercialize and some of the potential implementation issues you’ve identified, then you either have selected the wrong ideas or you’ve got the wrong employees. Second, at this intersection you might want to loop back through the first five stages though an implementation lens before actually starting to implement your ideas OR you may unlock a lot of inspiration and input from a wider internal audience to bring into the implementation stage.

6. Implementation

  • What are the most effective and efficient ways to make, market, and sell this new solution?
  • How long will it take us to develop the solution?
  • Do we have access to the resources we will need to produce the solution?
  • Are we strong in the channels of distribution that are most suitable for delivering this solution?

7. Illumination

  • Is the need for the solution obvious to potential customers?
  • Are we launching a new solution into an existing product or service category or are we creating a new category?
  • Does this new solution fit under our existing brand umbrella and represent something that potential customers will trust us to sell to them?
  • How much value translation do we need to do for potential customers to help them understand how this new solution fits into their lives and is a must-have?
  • Do we need to merely explain this potential innovation to customers because it anchors to something that they already understand, or do we need to educate them on the value that it will add to their lives?

8. Installation

  • How do we best make this new solution an accepted part of everyday life for a large number of people?
  • How do we remove access barriers to make it easy as possible for people to adopt this new solution, and even tell their friends about it?
  • How do we instrument for learning during the installation process to feedback new customer learnings back into the process for potential updates to the solution?

Conclusion

The Eight I’s of Infinite Innovation framework is designed to be a continuous learning process, one without end as the outputs of one round become inputs for the next round. It’s also a relatively new guiding framework for organizations to use, so if you have thoughts on how to make it even better, please let me know in the comments. The framework is also ideally suited to power a wave of new organizational transformations that are coming as an increasing number of organizations (including Hallmark) begin to move from a product-centered organizational structure to a customer needs-centered organizational structure. The power of this new approach is that it focuses the organization on delivering the solutions that customers need as their needs continue to change, instead of focusing only on how to make a particular product (or set of products) better.

So, as you move from the project approach that is preventing innovation from ever becoming a way of life in your organization, consider using the Eight I’s of Infinite Innovation to influence your organization’s mindset and to anchor your common language of innovation. The framework is great for guiding conversations, making your innovation outputs that much stronger, and will contribute to your quest for innovation excellence – so give it a try.

Download as a PDF

Haga clic aquí para la versión en Español

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New White Paper on External Talent Strategies

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Innocentive - New White Paper on External Talent StrategiesFollowing on the heels of a recent thought leadership webinar (link to recording) on the same topic, this white paper explores the intersection of talent management and open innovation strategies. The paper dives into why having an external talent strategy is becoming increasingly important and how it can help your company accelerate innovation, shows how leading organizations manage their open innovation and crowdsourcing efforts (including case study examples of companies like P&G), and provides proven strategies and steps to take for attracting talent to your organization’s innovation efforts.

Download this Complimentary White Paper

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Making Innovation Sustainable – Part 4 of 4

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Click on Part 1 or Part 2 or Part 3 if you missed them

Innovation Is Social

These quotes from John Hagel’s article are important because they reinforce the notion that innovation is a social activity. While many people give Thomas Edison, Alexander Graham Bell, and the modern – day equivalent, Dean Kamen, credit for being lone inventors, the fact is that the lone inventor myth is just that — a myth. All these gentlemen had labs full of people who shared their passion for creative pursuits. Innovation requires collaboration, either publicly or privately, and is realized as an outcome of three social activities.

1. Social Inputs

  • From the very beginning when an organization is seeking to identify key insights to base an innovation strategy or project on, organizations often use ethnographic research, focus groups, or other very social methods to get at the insights. Great innovators also make connections to other industries and other disciplines to help create the great in sights that inspire great solutions.

2. Social Evolution

  • We usually have innovation teams in organizations, not sole inventors, and so the activity of transforming the seeds of useful invention into a solution valued above every existing alternative is very social. It takes a village of passionate villagers to transform an idea into an innovation in the marketplace. Great innovators make connections inside the organization to the people who can ask the right questions, uncover the most important weaknesses, help solve the most difficult challenges, and help break down internal barriers within the organization — all in support of creating a better solution.

3. Social Execution

  • The same customer group that you may have spent time with, seeking to understand, now requires education to show them that they really need the solution that all of their actions and behaviors indicated they needed at the beginning of the process. This social execution includes social outputs like trials, beta programs, trade show booths, and more. Great innovators have the patience to allow a new market space to mature, and they know how to grow the demand while also identifying the key shortcomings with customers who are holding the solution back from mass acceptance.

When it comes to insights, these three activities are not completely discrete. Insights do not expose themselves only in the social inputs phase, but can also expose themselves in other phases — if you’re paying attention. Flickr famously started out as a company producing a video game in the social inputs phase, but was astute enough during the social execution phase to recognize that the most used feature was one that allowed people to share photos. Recognizing that there was an unmet market need amongst customers for easy sharing of photos, Flickr reoriented its market solution from video game to photo sharing site and reaped millions of dollars in the process when they ultimately sold their site to Yahoo!. Ultimately, action is more important than intent, and so as an innovator you must always be listening and watching to see what people do and not just what they say. Build your solution on the wrong insight and nobody will be beating a path to your door.

Bringing It All Together

If your organization is struggling to sustain its innovation efforts, then I hope you will do the following things.

  • Find the purpose and passion that everyone can rally around.
  • Create the flexibility necessary to deal with the constant change that a focus on innovation requires for both customers and the organization.
  • Make innovation the social activity it truly must be for you to become successful.

If your organization has lost the courage to move innovation to its center and has gotten stuck in a project-focused, reactive innovation approach, then now is your chance to regain the higher ground and to refocus, not on having an innovation success but on building an innovation capability. Are you up to the challenge?

You can read ahead by getting the book or downloading the sample chapter, or by checking out the other parts here:

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Making Innovation Sustainable – Part 3 of 4

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Making Innovation Sustainable - Part 3 of 4Click on Part 1 or Part 2 if you missed them

Purpose and Passion

Ultimately, successful and sustainable innovation is all about purpose and passion. The people in your organization have to be clear on what the purpose of the organization is. Ideally, that purpose has to be something bigger than the individuals and something that people can get passionate about, because first and foremost, as Jeffrey Phillips has said, “You can’t force a disinterested person to innovate.”

Passion is a prerequisite not just for getting started with innovation; people leading innovation projects must have enough passion to fight through, over, around, or under any obstacles they may encounter in their effort to make a new idea a reality.

“Passion-based organizations stop at nothing to accomplish their goals and are able to attract people and resources to their causes. That got me thinking. Over all of my years as an innovation junkie, the common denominator, among the innovators I have connected with and the most successful enterprises I have observed and worked with, is passion. They started with a passion or cause and then organized around it to make it happen. Not the other way around.” — Saul Kaplan

Blogging Innovation as a Case Study in Passion

I started innovating long ago, but I didn’t start Blogging Innovation until 2006. I realized I needed an outlet to express my passion for innovation, and blogging offered the perfect opportunity. I kept reading and writing about innovation despite getting only a couple of hundred people to read my articles each day. Then at the start of 2009 I completed a marketing strategy project for Wunderman and Microsoft Windows Live, and, using some great tools including Website Grader, I discovered that the blog had some technical challenges. After fixing those, traffic to Blogging Innovation finally started to take off. Now instead of averaging more than 200 daily visits, the blog averages nearly 10,000 and the numbers are still growing. Do I spend less time on the blog now than I used to? No!

Most people would consider an increase in traffic of 2,500 percent in one year as being a huge success and a chance to relax, but I don’t see it that way. Back in August 2009 I decided to commit the blog to a mission of making innovation and marketing insights accessible for the greater good. As a consequence of that mission, I decided to open up the blog to the very best contributing authors on the topic of innovation and other marketing – related subjects that I could find.

Instead of using the blog as an extension of my company, Blogging Innovation exists to help raise the baseline understanding of innovation and marketing so that organizations can become better at satisfying the needs of their customers, the first time they try. After all, the more efficient our organizations are at meeting their customers’ needs, the less waste of human capital and natural resources. That’s what drives me to get up at 5:00 a.m. seven days a week to start letting people know about all the great content our contributing authors have published that day.

We have recently decided to take on a monthly sponsor who wants to be associated with innovation in a tasteful way, but that is not for commercial reasons but because the blog needs additional people power to run it and a new site design to make the content even more accessible. As I go out to look for the assistance I need to take Blogging Innovation to the next level, I’ll be looking for one thing in the people I choose to help make the community stronger — passion.

Note: For the newer readers, Blogging Innovation formed the foundation of Innovation Excellence before I sold it and re-booted Blogging Innovation as Human-Centered Change & Innovation.

Passion versus Obsession

There is a great article “Passion versus Obsession” by John Hagel that explores the differences between passion and obsession. This is an important distinction to understand in order to make sure you are hiring people to power your innovation efforts who are passionate and not obsessive. Here are a few key quotes from the article:

“The first significant difference between passion and obsession is the role free will plays in each disposition: passionate people fight their way willingly to the edge to find places where they can pursue their passions more freely, while obsessive people (at best) passively drift there or (at worst) are exiled there.

It’s not an accident that we speak of an “object of obsession,” but the “subject of passion.” That’s because obsession tends towards highly specific focal points or goals, whereas passion is oriented toward networked, diversified spaces.

The subjects of passion invite and even demand connections with others who share the passion.

Because passionate people are driven to create as a way to grow and achieve their potential, they are constantly seeking out others who share their passion in a quest for collaboration, friction and inspiration . . . . The key difference between passion and obsession is fundamentally social: passion helps build relationships and obsession inhibits them.

It has been a long journey and it is far from over, but it has taught me that obsession confines while passion liberates.”

You can read ahead by getting the book or downloading the sample chapter, or by checking out the other parts here:

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Making Innovation Sustainable – Part 1 of 4

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Making Innovation Sustainable - Part 1 of 4Key Dangers:

  • Viewing innovation as a temporary, extraordinary effort in response to a crisis, or pursuing innovation as a competitive response.

  • Treating innovation as the domain of only the R & D or Marketing department, or some other subgroup.

  • Treating innovation as a project-based activity, instead of as an integral organizational capability to be invested in and professionally managed.

Success can be blinding. Organizations often drive themselves by trying to look through the windscreen and in the rearview mirror, only to get blindsided by something from the left or the right. Put another way, organizations often focus on what they’ve already done and moving it forward (often in an incremental way). Organizations also invest in defending and extending the core products and services that made them successful — focusing a huge amount of energy on protecting their flank. Don’t get me wrong, incremental innovation is important, but all of your competitors are trying to make their products and services incrementally better than yours at the same time. At best, your efforts will allow you to maintain or make slight improvements in revenue and profitability.

Success can be blinding. Organizations often drive themselves by trying to look through the windscreen and in the rearview mirror, only to get blindsided by something from the left or the right. Put another way, organizations often focus on what they’ve already done and moving it forward (often in an incremental way). Organizations also invest in defending and extending the core products and services that made them successful — focusing a huge amount of energy on protecting their flank. Don’t get me wrong, incremental innovation is important, but all of your competitors are trying to make their products and services incrementally better than yours at the same time. At best, your efforts will allow you to maintain or make slight improvements in revenue and profitability.

And of course, companies that fail to invest in at least incremental innovation efforts often find themselves getting less and less competitive in the marketplace. Ultimately, the organizations that create sustainable success are those that invest in not only identifying and implementing the change that their customers desire and require, but also the change that is necessary inside the organization to deliver it.

Who Innovates?

Do you have a group of innovation elites in your organization? Maybe these are folks in Marketing or in Research & Development. Or do you make a concerted effort for all of your employees to feel that it is part of their job to innovate? If people feel that innovation is someone else ’ s job, then they ’ re not going to participate, and you are going to miss out on a whole spectrum of interesting innovation ideas. The fact is that markets are too big, too complex, and opportunities for insight lie in too many different reference industries and geographies for any small number of people to be able to successfully sense and ideate. I heard Dr. Alph Bingham, founder of Innocentive, recently talking about who actually solves most of their challenges, and he said that if you were to classify people across a spectrum of those who you believed would be most likely to solve the challenges on the left and those you believed would be least likely to solve the challenges on the right, most of the solutions come from the right-hand side. So if the best solutions are most likely to come from those you would deem least likely, wouldn’t it make sense to include everyone in your organization in your innovation efforts? And possibly people outside your organization?

Innovating in a Crisis

Companies that only have the courage to innovate when there is a crisis, or a competitive response is needed, will be unable to achieve sustainable innovation. Not only that, but their innovation attempts are likely to lack the vision necessary to leap ahead of the crisis or competition — instead they will merely meet the threat and keep the organization as a reactionary pursuer of innovation instead of becoming a leader. This is the GM approach to innovation — constantly trying to catch up to where Toyota was five years ago — instead of trying to jump the next curve and regaining a leadership position. Innovating in crisis often means that the main motivator is going to be fear. Fear does not serve as an effective motivator for innovation. We know because of the inverse correlation between the fear of failure and the quantity and quality of innovation in organizations. Organizations looking to innovate in a crisis cannot do so over and over, and so they must find a way to transform feelings of fear into a believable, committed challenge mentality. To make an analogy: When the Russians launch Sputnik, you have to commit to an innovation moonshot.

Innovation Is Not a Project

Often when companies attempt to innovate because of a crisis or in response to the competition, they pursue innovation as a project. When you pursue innovation as a project, the organization does not build any kind of innovation capability. Instead a group of people come together to tackle a particular challenge, and when the work is complete everyone goes back to their day jobs. None of the learnings are retained in a meaningful and easy-to-access manner for future projects, and there is no opportunity for policies and processes to be refined for greater efficiency next time. You may be pursuing a portfolio of innovation projects, but innovation itself is not a project. Projects start and stop, but for innovation to be sustainable, it must be continuous. This often means investing in a small core team of people (maybe only allocating part of their time) to serve as innovation shepherds — identifying and cataloging innovation best practices and building the innovation capabilities of the organization so that all innovation projects in the portfolio
may benefit.

Excerpted from Stoking Your Innovation Bonfire. You can read ahead by getting the book or downloading the sample chapter, or by checking out parts 2-4 here:

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Harnessing the Global Talent Pool to Accelerate Innovation

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In this webinar hosted by Innocentive I explore how organizations can utilize open innovation and crowdsourcing resources as an essential talent management strategy to drive their business.

You can engage me to create a webinar or white paper for your audience here.

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